angie: i'm angie lau in hong kong. china's consumer data waned in the fourth quarter. policy makers may need to add more stimulus. cpi rose 1.2% from a year earlier, while ppi dropped 5.9%, the 45th straight month in the red. japan's current account was in the surplus for a 15th consecutive month in september. the wiki and lifted income from overseas. the ¥1.5 trillion access was about $12 billion and was narrower than expected and assign companies are hoarding cash. the oecd cut its global forecast for the second time in three

months and sees 2.9% growth this year. the organization says emerging economies are a source of uncertainty, and their performance has implications for the rough field. >> how china reaches the objective that they have in mind has a lot of implications from their supply chain partners, for commodity prices, and for advanced economies. at thelet's take a look markets. hong kong and china are currently closed, and here is how they were trading in the morning session. this is the picture in sydney, tokyo, and india as we wait for indigo to come online, its ipo at 12:30. i will be back in half hour. time now for "bloomberg west."

cory: i am cory johnson in new york for my work wife emily chang. this is "bloomberg west." the owner of match.com is here. match.com has filed for an ipo. a proposed chip industry merger comes under fire. elliott management wants to break up. one plus one is indeed more than two, maybe more than $2 billion. but first to our lead, yes, looking for love from investors. tender, match.com, and okcupid, seeking valuations as high as $1 billion. match group, selling 33.3 million shares in a range of $12 to $14 this year, and with the sale, match could have an enterprise value of $4.7 billion. after the sale, iac will still keep control of the company, owning 86%. joining us is bloomberg intelligence director paul sweeney.

and ceo of hinge, justin macleod. justin has a dating at that competes with tinder. justin: hinge is an apple helps you meet people for dating and relationships, mainly friends of friends. cory: as we sort through this, there are all sorts of tidbits. i find it fascinating most of because i stopped dating the time these things started up. what did you find when you looked through this filing? justin: it's going to be a big deal for barry diller and iac. iac will control 86% of the company. it's a company that has a lot of growth rate, if you take a look at the monthly average user growth and their paid membership growth, converting the monthly average users -- cory: 59 million users? justin: that's been growing strong the last couple years. the key business model is for them to convert those users who come to their various sites into

paying customers that will pay a subscription fee. that's one of the big growth drivers for them going forward. cory: it seems to me the success of a dating website is bad business for a dating website. if your people fall in love and stay together, they don't come back to the site. justin: that is why you have to gain massive scale and become a network and know it's a place where people can go find someone when they are ready. for us, everything a person who matches up on hinge becomes a promoter for our app. cory: in the filing -- these are my favorite things to read in the world, s-1 filings, but one of the things that happens is the company is trying to subtly sell you. part of the narrative in this one come it seems to me, is, match group is global. they have businesses in

different companies. are the dynamics of dating sites and dating apps significantly different from country to country? justin: they can be because love is not. it certainly can be. we are in the u.s. and in the u.k. and canada and australia. we are also in india. when you make that leap to a place like india, there are different types of dynamics going on, and i think there is certainly a lot more cultural bleed over than there used to be. i think that's why they have different products in different countries. cory: paul, one of the things brought up in the s-1 filing is mobile. in 2012, 20% of their users were on mobile, and now it's closer to two thirds.

paul: as we've seen over the last 18-24 months, there are a lot of new social media companies coming onto the market like linkedin and facebook. the number one driver is mobile. that is where we know things are going. companies absolutely have to have a strategy. the app has to work very well in a social platform, and then they obviously have to be able to convert users to revenue, whether it is through subscription or through an advertising revenue model like facebook. cory: they talk about advertising in this, as well. what are these guys like as competitors? is there one of these sites or apps that is the big one? justin: it's interesting. there is portfolio of apps in the match group, and it includes match.com and okcupid and tinder. tinder is the one we get compared against the first. it's a mobile-first applelike hinge. it's interesting portfolio dynamics. you aren't sure if this is the casual market, like tinder, and

match is going to own the hard-core relationships. i think there's a big opportunity, which hinge is taking, the kind of app that is for relationships. then you create a mobile property that people take seriously and can monetize? that's the narrative they've got to spin. right now, it seems like tender -- tinder is starting to cannibalize the other properties. can you monetize tinder in such a way that it's not eating away at match.com or okcupid? cory: we see people using mobile to be more mobile and be more last minute. is there a change in the way people use mobile dating apps for more casual relationships and maybe not the online profile that eharmony requires you to do? justin: it seems that everything is going mobile these days. originally, it would be something you don't immediately use, but now people spend more and more of their time on mobile.

it opens up the possibility to allow for a property that is more focused on something more serious and doesn't necessarily use geolocation or some specific mobile technology, but it is in fact an elegant experience that can sit on a 3.5-inch square. cory: justin macleod, think you very much. bloomberg intelligence's paul sweeney, thank you. google is giving away its artificial intelligence software. that means anyone can download and modify the software that underpins the ai pieces of the google search engine. a new feature such as it smart reply e-mail tool. google wants to set the standard on ai and make the system part of its regular tools used by researchers. microsoft and facebook have made similar moves. coming up, yahoo! is not a place for commitmentphobes.

marissa mayer is asking top deputies to make a three to five-year commitment signed in blood. not really. i will have the details next. ♪

cory: the battle for video views on social networks is heating up. the number of videos viewed on snapchat has tripled to -- get this -- 6 billion since may. that's according to "the financial times." facebook began testing a dedicated video page in an attempt to take on google's u2. -- youtube. sticking with facebook. mark zuckerberg attended the oscars for scientists. zuckerberg helped create this scientific award show with yuri milner in 2013. last night, the awards attracted an auto mix of academics, silicon valley luminaries, and hollywood stars. zuckerberg spoke with bloomberg news reporter sarah frier after the show about his views on science, philanthropy, and impending fatherhood. sarah joins us along with our billionaires reporter, tom metcalf.

what did suck -- zuck have to say? sarah: he wants scientists to start being treated more like the celebrities of other industries. he's gotten quite a lot of attention for being ceo of facebook. actors and actresses get a lot of attention. politicians are their own kind of celebrity, but don't tend to become superrich. he wanted to create something that would give them some incentive. cory: interesting stuff. the scene looks like it was -- i can't even imagine that seen in silicon valley, frankly. tom: it was a pretty surreal evening. coming down the red carpet, you had tech billionaires like zuckerberg, sergei brin, and then you had celebrities come through. we had the cast of "silicon valley." we have bj novak from "the office," and of course, scientists. it's trying to convey some of that glamour and glitz you normally associate with los angeles up north in california.

cory: the silicon valley people famously can't dress and prefer to put off the glitz. zuckerberg, an interesting quote from what mark had to say -- let me read this -- one of the biggest things that we've learned is that in order to have longevity with your work, you need to have more support in the community and actually knowing what the community wants and needs. another aspect of silicon valley that you know so well, there is no center place in silicon valley, so even of events like this that pull people together are unusual. sarah: that one particular quote you just read is in regards to the lessons he learned in philanthropy. he had a high-profile donation to new york schools and new jersey, and it has been panned by critics for not achieving the result it set out to achieve. zuckerberg is saying that now his philanthropy is going to be focused more locally in a way that he can participate with the

community, understand its needs, and shepherd the process through. as his profile rises, as he does things like the breakthrough awards, he's learning how to be a better steward of his money. cory: what else did you talk about yesterday? things like the breakthrough awards, he's learning how to be sarah: it's interesting. he said even though he was there presenting the life science award, he doesn't think that science is something facebook will be doing down the road. he thinks that is something he could more get done with his philanthropy. he says becoming a father has actually changed his views on how important it is to plant these seeds for the next generation. he's not looking for immediate results but to build something for 10, 20 years down the road. cory: tom, talk about the scene. it does sound as though -- the visuals must have been bonkers.

there was a red carpet, you said? tom: it's been hosted out of nasa's research center in mountain view. it's an enormous hanger and a glitzy affair, black-tie, although sergey brin was one who refused to wear it, which was entertaining. in terms of the action going down, they had pharrell williams performing. they managed to get everyone out, the scientists, the tech guys. you had that interesting tension of these sometimes pretty elderly scientists and quite a buttoned up hollywood celebrities, and then you had sergey brin sitting around not even in a black-tie. cory: tony fedele of nast was the best answer. the best dancers in silicon valley is damning praise. [laughter] thank you very much.

shares in priceline booked a trip self today. the company lowered fourth-quarter earnings guidance. the news came after priceline's third-quarter disappointing earnings report. the company said unfavorable exchange rates and a slowdown in u.s. bookings would hurt fourth-quarter results. priceline says it expects fourth quarter earnings between $11.10 to $11.90. shares finished today's session down 10%. ceo darren houston joins "bloomberg " tomorrow morning at 9:45 eastern time. coming up, elliot management says not so fast on dialogs

-- dialog's plan to purchase amtel. 3-d printing makes a splash of the dubai air show. we will highlight one of the world's most complex of vehicles printed with 3-d technology. ♪

cory: a story we are following, new reports of trouble at yahoo! the company is hired mckinsey to help decide which units to sell and close. ceo marissa mayer has begun asking her top lieutenants to make a three to five-year commitment to the company. she's been struggling to turn yahoo! around since she took the job three years ago. mayer began asking her deputies last august to commit to yahoo! either verbally or in writing. yahoo! has seen several top execs had to the exits, including development chief jackie reese is just last month.

one of the nation's top hedge fund activists is challenging a big merger. elliott management says dialogue's deal to buy atmel is too expensive and will ultimately hurt investors. elliott says the $4.6 billion deal doesn't have much in the way of cost savings and will hurt the value of the combined company. joining me to talk about the deal and other mergers, brooke sutherland. let me ask you about this deal. this is an odd deal. they are trying to buy a german semiconductor maker. it's a clash of products. perhaps it means less than the clash of the way the companies are run. brooke: dialogue is the buyer in this situation, and elliott is saying they don't want dialog to make this purchase because they say it is too expensive. it is somewhat of a mismatch. dialog is looking to diversify.

it wants to be a stronger, more diversified competitor. cory: i think that is one of the most interesting things about this wave of semiconductor mergers. we are seeing a lot of chip companies go into different product lines. it's not just radio makers coming together or logic company is coming together -- companies coming together. it's really different product lines. anand: absolutely. the industry is dramatically different from what it was a few years ago. growth has slowed, and you now have a very fragmented company market going after pieces that don't fit together, and that's the point. if you look at texas instruments, it's the largest shareholder, and it has only a 20% share. the next sure leader only has 8%. you want to have scale.

that is why some of these nonintuitive deals make sense if you look at cypress and spansion, for example. it's a similar sized deal to what we are seeing here. now you have better scale. you have some manufacturing synergies, and you have s gna synergies. you have investor relations synergies. all of those things make sense. you cannot continue to exist in the analog market with having to been percent market share forever. this is a very -- 2% market share forever. this is a very complicated sector. cory: what do often see, at least lip service paid to, when you see mergers in the u.s., part of it is because it's a german company? brooke: it is different in europe than it is in the u.s.. german companies are less familiar with activists and less familiar with this kind of push for more transparency. i think they may be pushed to

answer some of these questions and come out with some estimates as far as what the synergies are going to be or justify why it's not about the synergies and why there is more to the deal than the cost savings. cory: when you look at the evaluations, does anything jump out in terms of what part of the business they are trying to be in. anand: the microcontroller business is a very attractive market. it is the heart and brains of the business we are used to seeing. microcontrollers are needed and literally everything. cory: your refrigerator, your car. anand: the average car has tens of these systems in the car. it's a logical market if you look at dialog's revenue, 80% exposure to apple. you want to get rid of that. the manufacturing synergies may not be as high in other deals.

dialog manufactures its products through other parties, and even atmel is partially that way. cory: the idea of building a new lab is so expensive, the production of chips has become so expensive that these deals need to happen, i don't get that. these companies aren't sitting on the need to own a fab or build a fad. anand: it's one part of the driver. the rate of cost cuts is slowing, number one, and your revenue is slowing. you've got a pinch from both sides of the equation, and something has got to give. you can't operate under those conditions without any scale and 2% market shell. cory: are you guys running a 24-hour news desk? brooke: we had this, apache, the

real industry. cory: apache, $18 billion oil and gas company. it's insane what is happening in m&a this year. brooke: it's absolutely crazy, but it doesn't show any signs of slowing down. that's the crazy thing. every day, we come in and say, what is going to happen today? right now, debt is still available, a lot of these companies are trying to get these deals done. cory: debt is still low, and before a turn in interest rates, maybe it's time to do the job. brooke: and when you have so many deals, that puts pressure on the people who haven't yet done their own a positions to step up and get something done. cory: it's musical chairs. thank you very much. brooke: thank you so much. cory: coming up, telecom tieups love is in the air. ericsson and cisco are not

getting married. they are just kind of dating, holding hands. we will hear from chuck robinson right after this. emily chang is in china with some big interviews. joining us wednesday, alibaba founder jack ma. ♪ the only way to get better is to challenge yourself,

and that's what we're doing at xfinity. we are challenging ourselves to improve every aspect of your experience. and this includes our commitment to being on time. every time. that's why if we're ever late for an appointment, we'll credit your account $20.

it's our promise to you. we're doing everything we can to give you the best experience possible. because we should fit into your life. not the other way around. angie: it is 12:30 here in hong kong. i am angie lau with an update on the top stories. china's consumer inflation waned in october while factory gains and deflation extended the record straight, signaling policy makers may add more stimulus. cpi raised one point 3% while ppi dropped 5.9%. that is the 44th straight month in the red. inflation remains around half the official target despite six rate cuts in the last year. quartereports third results this afternoon, and we are expecting a 28% jump in sales. tensen is also seen posting a one third increase in net income

with the popularity of its streaming service helping to drive growth. carrier bygest market share is making its trading debut in mumbai. indigo share offerings value the airline at $4 billion, making it the number three carrier in asia. it has around 37 percent of india's domestic travel market and says it will use the proceeds from the ipo to build its fleet and cut debt. let's check in on how the markets have been treating. here is david. david: just an update on shares of indigo. we are up over 13%. it's against the backdrop of what you can see in asia. asian stocks, down about 7/10 of 1%. it's fair to say it's abroad-based decline. no specific reason or trigger why we are seeing declines in asia, besides china, which is dancing to its own tune.

you have expectations that the fed is going to move in october. -- december. the bits and pieces of eco-data which came out today, deflation not of china, more subdued, a current account surplus in japan , by the way, failing to impress. japan, we are backpedaling a little bit. same amount in sydney as far as points, 39 points last i checked, but again, a lot of these declines are fairly sentiment-driven. let's hope things improve in the afternoon. we are counting down to the open in hong kong and china at the top of the hour. cory: the telecommunications industry just got smaller. ericcson partnering with cisco

systems. they expect the revenue of $1 billion to be added to each companies topline by 2018. bloomberg had the chance to talk to the ceos of both countries this morning. >> if you go back to the history of this partnership, we started the discussions about a year ago , and i think we really focused on what is good for both companies that is also good for our customers, that leveraged the strength. you see market leaders coming together, number one in several markets, and bringing those assets together. we've developed a great deal of trust between our organizations. i think a lot of thought, a great deal of trust, and two market leaders bringing their assets to bear. erik: in stockholm, you have had a reseller agreement with cisco's main competitor in carrier class routing, juniper. does this mean the reseller

secondly,is done, and did you even consider buying juniper instead of partnering with cisco? that we've been on the strategic journey for quite a while that we started in 2010. we are looking at all potential ways of executing our strategy. is acquisitions. another is doubling down on development in ip. actually, this came out is the best solution, and we can continue to focus on being number one. we can transform the networks in order to meet the data boom. i think this is a win-win for both of us. i think that is what it is. we are going to have partners we will work with, but of course, but this -- this is the largest or teacher partnership we have, with cisco. strategicgest

partnership we have, with cisco. we are going to put a lot of emphasis to make that transformation in order to support the customer or enterprise solutions for customers. stephanie: he's talking about the need and the boom in the system. what is driving all the m&a in your universe? when you think about the timing on this deal from its coming off the heels of nokia and alcatel. chuck: we have always said there is going to be brutal consolidation, and we are seeing that as we speak. we don't believe these large mergers work that effectively, and we think the strength of our partnership will allow us to be in market with our customers, helping them move more effectively. we can do that next week. we believe in our case that the partnership was absolutely the

right choice, and we are excited about our opportunities together with ericsson. mark: i respect the fact that this is the way you've decided to do it. there are frictions in mergers. how will this be structured? will one of the companies have the lead? how will you avoid those frictions? hans: on the highest level, it's going to be manage oversight -- management oversight by me and chuck. erickson has a very strong service organization that is going to work with products from cisco to install them for service providers. the portfolio from cisco is far broader than what we have. that's going to be another stream. it's going to be different ways of managing. we have put a joint targets we want to achieve. my role is to see we are giving the right support in our organizations for it to succeed. i think this is the next generation in the world where things are moving so fast. partnerships become very important.

cisco is supporting us. mark: the rationale for a partnership or agreement like this has existed for at least 15 years. -- erik: the rationale for a partnership or agreement like this has existed for at least 15 years. why now? chuck: i think if you look at what our customers are trying to do, particularly as we think about the areas we've outlined, the transformation of our service provider networks and movement with seamless mobility and enterprise and a focus on iot, we believe the combination of what ericsson brings with their position in mobility and wireless, in addition to their network management capabilities inside of operators, as well as their services footprint in 180 companies, we believe when you combine that with our leadership in ip and data center and

networking that we have a combination that will help our customers be more effective in what they are trying to accomplish. cory: that is chuck robbins, the ceo of cisco. the ericsson guy had the swedish accent. the cisco guy was the texas accent. what do justin bieber and i have in common? we both had short-lived careers as a chauffeur. bierber acting as a lift driver for unsuspecting customers. lyft users will be able to buy his new album "purpose" for five dollars by ordering a lyft in bieber mode. lyft is hoping to compete with other apps like uber. square's ipo could cross the dreaded downground rubicon, but can other tech unicorns learn something from the square ipo? we will talk about it with one of the hottest ceos in software,

coupa. we will give you is to pick at a 3-d printed aircraft next on "bloomberg west." ♪

cory: we are going to see michael fuchs, close advisor to german chancellor angela merkel. he will join "bloomberg surveillance" at 5:30. don't miss these interviews and more on "bloomberg " and "bloomberg surveillance." i will be there.

squares ipo has brought to light that private valuations are not what they seem to be. payments in the company's ipo puts the company's valuations below its last venture funding round. thanks to some interesting things that came. is the down around an existential risk to the more than 120 tech unicorns? joining me now is rob bernstein, ceo of one of those unicorns startups, koopa. -- coupa. should i congratulate you for having a company that is over $1 billion since you've been private? rob: you should congratulate me on the value we are creating for our customers. valuations will ebb and flow. a focus on creating measurable results to our customers will stand the test of time. cory: i will give you that. if you can get a $1 billion valuation from investors, why not just take the company

public, particularly in your business? your customers would love to see a listed company. they might feel like it has more street credit or something. rob: that is something we are absolutely considering. cory: it's upon because of wall street. -- it's a pun because of wall street. rob: understood. we are going after a huge market with a differentiated value proposition. we are creating measurable success for our customers, and we are growing rapidly. last time around, we were able to bring on amazing long-term investors like t. rowe price and other iconic investors. cory: i want to get to coupa, but when you are doing a deal with t. rowe price come is there a conversation where you say, you're going to get liquid sunday through an ipo? that is in our two-year plan or something like that? rob: the conversation wasn't about that. the conversation was about the

size of the market and about the products and services we offer. cory: there was no discussion -- rob: there was not a discussion about that. cory: how do they ever expect to get liquid? rob: perhaps they would anticipate an ipo, but that wasn't part of their thesis. it wasn't part of their thesis and initially in understanding our business and thinking of whether it was investment-friendly. cory: it wasn't on a price to sales basis? what kind of numbers were they looking at? rob: it was based on a revenue multiple, confidence in the management team, and a culture of delivering measurable customer success. some of the largest companies in the world, over 500 customers. today, we have millions of users, and we are saving them billions of dollars. companies from conway to cadence, from salesforce to santa fe, from toyota to tesla, all around the world, folks are engage in.

cory: i look at this as an enterprise resource planning software? rob: to some extent. we help companies take advantage of investments as a strategic expansion to help them optimize spending through invoice processes, sourcing, and supply performance. all of those things we like to call savings, they subscribe to save. cory: give me one business process that changes once the company installs your software. rob: the fundamental process is that employees across the organization engage in buying. typically, procurement is a bureaucratic process, and people want to avoid it. we have empowered procurement. we've empowered the back office to leverage employees across the company to buy and spend more. cory: what does that mean? rob: when you go out and buy laptops or cameras here -- cory: i don't buy the cameras. i know more about the laptops. i might know what i like to use

as an employee of the company. is that a kind of thing that happens where i tell the purchasing guys, get me more of these and less of that junk? rob: you will go on to something that feels like amazon.com. you shop for the thing you want, and you will be assured and you purchase it it is being routed to the preferred pricing that the company has negotiated or coupa has negotiated. your leave -- you are literally saving six cents to $.10 on every dollar running through our platform. cory: so you are also managing the purchase of these things, not just letting companies manage their own purchases? rob: purchasing, receiving, the invoice processing, and all the analytics or you can optimize your spending. cory: how big is the company now? rob: roughly 500 people. we are based in san mateo, and we are expanding. cory: these computers or tv cameras --

rob: we are above the $100 million run rate. it doesn't make us a typical company that would be considering an ipo. cory: that is a huge numbers of employees, most of them in san mateo yet to rob: know. -- in san mateo? rob: no. we have a large constituency in europe. we have a support development center in india. we have a support center in dublin, ireland. we try to manage it very carefully. i still approve every higher and -- every hire and read every resume, and one of the most important things to us is culture. that is something we look at carefully. cory: thank you very much. we appreciate it. a story we are watching, aerospace, one of the industries looking for it to the promise of 3-d printing to cut costs and slash production time. the u.s.-israel a company stratasys unveiled the largest 3-d-printed unmanned aerial vehicle. bloomberg was there as it

happened. >> i was the engineer that did a lot of the actual assembly of this aircraft and welded some of the controls. this aircraft went from design to construction to test flight in two months. this aircraft has a nine-foot wingspan, weighs 30 pounds, has a jet engine. 80% 3-d-printed by weight, and this aircraft was designed to showcase how quickly we can go from the design phase to building and test flight. it won't be available for sale. if we are able to help designers build lightweight structures using thermoplastic, as well as enable design freedom that is impossible in other manufacturing processes, we are always trying to help the aerospace industry to further adopt better practices.

cory: that was the world's largest 3-d-printed uav at the dubai air show. coming up, apple's newest ipad, the ipad pro, hits the streets. will it reversed the company's decline in tablet sales? we will discuss. ♪

cory: it's monday.

let's greet the week with the biggest stories we're looking forward to. adam satariano and mark miller -- milian join me from san francisco. i miss you guys already. among the items we are looking at, the 12 point nine-inch ipad pro, the mega-ipad, hits the streets or is available to order wednesday online. adam, your take? adam: as we've talked about a lot, the ipad sales have been in decline over the past seven quarters, so this is apple taking another swing with a fresh design, bigger model in that business customers in particular, and it looks similar to the product that microsoft has had, the microsoft surface. this is going to go on sale this week, and we will have to see what the adoption is like with regular customers and businesses. cory: surface people are gleefully pointing out that their stylus, which they call a pen, has an eraser, and the

-- and apple's stylus does not have an eraser. the stylus is a big deal, yes? adam: it just gives you different opportunities to have different inputs, so particularly for graphic design, which has been a use case for apple products, adobe is coming out with some new software for the device, so there are going to be different use cases with the pencil or pen or stylus. cory: also interesting, you mention whether it will help the turnaround in ipad sales. i wonder if that's too big of a task for any one task to do, but it opens up new markets, and it's going to help the average selling price. what do these things go for? i don't remember. adam: they are going to go for more. there are going to be some that go over $1000. ipad sales have been in decline for quite some time. when it first came out, this was apples fastest-growing product ever in terms of the projector a. -- the trajectory.

sales have released load down as -- really slowed down as people are holding onto their ipads longer or deciding their smartphone is good enough and they don't need one at all. mark: the ipad pro, we can safely say is not going to be the huge catalyst device. it's a specialized market, particularly in this case where it's the size of an airplane tray table to write on and have a lot of machine power. it's a specialized thing. they like to talk about design firms and filmmakers who might use it, but it's going to be, like adam said, targeted mainly to business executives and professionals who want a big device to use it as their mobile computing device. cory: alibaba is celebrating singles day, something they created, 11/11. first of all, it's kind of a

fraud, because last year, they took orders for days and weeks and put them on the same day, but singles day nonetheless is an e-commerce phenomenon of big numbers, even if those numbers are inflated. mark: say what you will about the numbers, but a massive number of sales -- cory: you know i will. mark: it's the biggest online shopping holiday now. all the brands do these deals on this one day. it's kind of like a funny little thing. it's kind of like the opposite of valentine's day, but more like buying stuff for yourself, and last year, alibaba did over $9 billion in sales on that one day. that is still a lot of product. cory: adam satariano, 60 earnings, what is the one thing we should look for? -- cisco earnings, what is the

one thing we should look for? adam: just for details about the turnaround going on and what the new ceo has in store. obviously, this is a company facing an existential crisis, the make-up of data centers where they sell their products are being redesigned, and so, the new ceo has to show that he's got the company headed in the right direction. cory: adam satariano and mark milian in san francisco, spokespeople for the dollar shave club. emily chang, my work wife, in china this week for a handful of big interviews. we are going to hear from hugo berra. later this week on wednesday on singles day, we will speak with alibaba founder jack ma. ♪

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